REVIEW
A U N I T E D V O I C E F O R M I S S O U R I M U N I C I PA L L E A G U E C O M M U N I T I E S
THE MISSOURI MUNICIPAL
March/April 2020
Homelessness Flood Recovery In Missouri | MML 2020 Legislative Conference1 Municipal |Government 101 • Positive Policing • Annual Conferencewww.mocities.com Photos
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theReview March/April 2020
THE MISSOURI MUNICIPAL
March/April 2020; Volume 85, No. 2
CONTENTS Features 6 Nuisance Abatement by Stephanie Karr
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12 Homelessness
by Mike Trapp
15 Municipal Courts
by DJ Gehrt
23 Flood Recovery In Missouri by Missouri State Emergency Management Agency
Departments 4 President's Review
15
26 News From The Bench: Sunshine Law
28 Local Government Review: MML
28
2020 Legislative Conference
30 Missouri Mayors United Meet With Governor Parson
34 MML Calendar Of Events/ Members' Notes
MISSOURI MUNICIPAL LEAGUE BOARD OF DIRECTORS President: Debra Hickey, Mayor, Battlefield: Vice President: Chuck Caverly, Council Member, Maryland Heights; Rob Binney, Council Member, Lee's Summit; Damien Boley, Mayor, Smithville; Paul Campo, Attorney, Williams and Campo, PC; Adam Couch, Mayor, Odessa; Bryant Delong, Council Member, North Kansas City; Michele DeShay, Mayor, Moline Acres; Joe Garritano, Council Member, Wildwood; DJ Gehrt, City Administrator, Platte City; Barry Glantz, Mayor, Creve Coeur; Dwaine Hahs, Mayor, Jackson; Heather Hall, Councilwoman, Kansas City; *Bill Kolas, Mayor, Higginsville; *Chris Lievsay, Blue Springs; *Norman McCourt, Mayor, Black Jack; Marcella McCoy, Finance Director, Harrisonville; Len Pagano, Mayor, St. Peters; Cindy Pool, Council Member, Ellisville; *Kathy Rose, Mayor, Riverside; *Carson Ross, Mayor, Blue Springs; Samuel Snider, Alderman, Willard; *Gerry Welch, Mayor, Webster Groves; Jeanie Woerner, City Clerk, Raymore; Jeana Woods, City Administrator, Osage Beach *Past President AFFILIATE GROUPS Missouri City Management Association; City Clerks and Finance Officers Association; Government Finance Officers Association of Missouri; Missouri Municipal Attorneys Association; Missouri Park and Recreation Association; Missouri Chapter of the National Association of Telecommunications Officers and Advisors; Missouri Chapter of the American Public Works Association; Missouri Association of Fire Chiefs EDITORIAL Laura Holloway / Editor Lholloway@mocities.com Dan Ross, Richard Sheets, Lori Noe Contributing Editors GRAPHIC DESIGN Rhonda Miller The Review March/April 2020; Volume 85, No. 2 The Missouri Municipal Review (ISSN 00266647) is the official publication of the Missouri Municipal League state association of cities, towns and villages, and other municipal corporations of Missouri. Publication office is maintained at 1727 Southridge Drive, Jefferson City, MO 65109. Subscriptions: $30 per year. Single copies: $5 prepaid. Advertising rates on request. Published bi-monthly. Periodicals postage paid at Jefferson City, Missouri. Postmaster: Send form 3579 to 1727 Southridge Drive, Jefferson City, MO 65109. To contact the League Office call 573-635-9134, fax 573-635-9009 or email the League at info@mocities.com. Website: www.mocities.com. www.mocities.com
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President's Review
by Debra Hickey, Mayor of Battlefield, and MML President
Great Planning Helps Everyone Feel Included Those who work as a local official or a city employee understand how crucial planning is to a successful community project. From research to public meetings to promotion, your citizens depend upon your insight and preparation to use limited resources wisely while providing innovative services. I am always impressed at the events cities offer for their citizens and love to attend those in Battlefield and surrounding cities. Parades, festivals, concerts, movies in the park, all bring such enjoyment for local citizens and help us build a sense of community. As you plan new projects and events for the warmer months ahead, I want to encourage you to consider an aspect of planning that is very dear to me. It involves looking at your events from the perspective of your citizens who have autism or disabilities and the families that support them. In Missouri, an estimated 1 in 71 children are diagnosed with autism, and often a part of this means struggling with sensory issues. One difficult part about a community event for someone with a sensory issue can be the large crowds and loud noises often accompanying a celebratory event. From excited children to stage musicians to fireworks, the very part of an event that makes it exciting can be debilitating to a person with autism. It can mean altering plans for the rest of the family as well, if they need to leave the venue to find a quieter place for their loved one. Battlefield has made some innovative strides to add new elements to community events, allowing someone with autism to participate without sacrificing their comfort level. One change has been adding a component at the end of the City’s annual Easter egg hunt. After the regular hunt, the City runs an event immediately after that is quieter, features little commotion and where parents can join in the event to assist their children. In addition to the less stimulating environment, the City offers grabbers to children in wheelchairs or with mobility needs, so these children may still have the joy of finding and grabbing their own egg, fully participating in the event. The Fourth of July can be an especially trying time for not just those with autism, but anyone sensitive to loud blasts, such as PTSD survivors. Last year, our City offered a quiet area in City Hall. We promoted the area to local autism groups and through our city newsletter, so families would be aware and have a calm place to enjoy snacks, water, puzzles, movies, blankets and stuffed animals – anything to offer a respite from the crowds and activities. One of the best parts of the initiative was that a volunteer trained in working with autistic individuals was available during the day in the quiet room, helping families enjoy the room activities and therefore the rest of the event. I like to think it allowed whole families to stay and enjoy our event longer during the day, rather than cutting fun activities short in order to attend to a family member needing some quieter moments away from the celebration. Parks and recreation is another area where your planning can help everyone feel included. Relatively simple steps can make a big difference, whether laying an asphalt area around a playground for wheelchair accessibility or placing slides on sloped ground for those who fear elevation. Another key component for cities to consider is training for city staff and officials, particularly first responders. When we are out in the community and know the best ways to communicate with those that have special needs, everyone can feel more confident in how to handle situations. It is a blessing for the families as well to know their needs are understood. I encourage you to sit down with your officials and staff, brainstorming ways you can be more conscious and aware of citizens who struggle with crowds, noises and accessibility. A little bit of extra forethought ahead of time can mean so much for these citizens and the families who love them.
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FEATURE Review by Stephanie Karr
Nuisance Abatement
Note: It is important to involve your city attorney in matters involving derelict properties. While a few options and general procedures are addressed here, many situations will present unique circumstances that must be specifically considered. This article should not take the place of the advice from someone familiar with the specific facts relating to a particular property. In my experience, there are very few issues that will generate more contact with elected officials than derelict properties. Fortunately, all cities have a certain level of authority to deal with these types of matters.
Abatement Of Nuisances When courtesy contact with the owner and citations for violations are not effective, the city has the option to abate nuisance conditions for the public good. It should be noted that not all ordinance violations will constitute a nuisance. The condition must be detrimental to the public’s health and safety; if it meets this standard, it may be abated. Prior to the city undertaking the work to remedy the nuisance, the city must follow certain procedures to ensure that the property owner receives due process. If the city follows the correct process, the costs incurred by the city to abate the nuisance will become a debt of the owner and a lien on the property. Because dangerous buildings are addressed under separate statutes from other nuisances, they will be addressed separately here. 6
theReview March/April 2020
Dangerous Buildings Sections 67.400–67.450, RSMo provide for demolition or repair of buildings or structures that are damaged or deteriorated so as to be detrimental to the public health, safety or welfare, and declared to be a public nuisance. If the owner fails to act, the statutes allow the city to take certain actions with respect to a derelict structure including demolition. The city should have an ordinance in place that provides procedural safeguards including adequate notice and a full evidentiary hearing. Section 67.410 RSMo lists several provisions that should be addressed in the city’s ordinance. Once the city has identified a derelict structure as a nuisance, the city must notify the owner and all interested parties,1 including occupants, mortgage companies and lien holders that the
chimney; a collapsed second floor and roof; and a parapet that had separated from the structure. Reading the court’s opinion, it appears that the City did a good job of documenting, on a dayto-day basis, the visible movement and collapse of portions of the structure over a period of several days. Following the demolition, the City provided the owner with notice and a hearing.
Other Nuisances When courtesy contact with the owner and citations for violations are not effective, the city has the option to abate nuisance conditions for the public good.
building has been declared a nuisance. If the owner is deceased, it is a good idea to notify the administrator of the owner’s estate and the probate court, if applicable, or the owner’s heirs, if known. The notice must be personally delivered to the owner and interested parties or sent via certified mail, return receipt requested.2 If the owner or an interested party cannot be found, the statute does allow for publication of the notice.3 Publication is also an option if the owner is deceased and the matter is not before the probate court and heirs are unknown. The notice should: (1) specify the property that has been declared a nuisance; (2) order the action that must be completed (repairs, boarding up, demolition); (3) set forth a “reasonable” time for commencement of the work; and (4) set forth a date, time and location for an evidentiary hearing4 that is more than 10 days after the date of the notice. A full and adequate hearing includes the right to be represented by counsel, the right to present evidence, and the right to examine the city’s evidence. The city should consider making a record even if no party appears for the hearing; a transcript of the hearing where the city’s evidence is presented will provide support for any subsequent order to demolish or repair the building. The city’s evidence should be competent and substantial.5 Following notice and hearing, the city’s designated official must issue an order to the owner and other interested
parties that details his or her findings and orders the necessary actions to be taken in order to remedy the nuisance building.6 Owners and interested parties have the opportunity to appeal the official’s order to the circuit court.7 It should be noted that the statute authorizes the city to provide for emergency measures in its ordinance that may be undertaken when there is an immediate danger.8 Emergency measures should only be taken in the most extreme situations. Years ago, Kansas City correctly took such emergency actions in demolishing a building.9 The building was severely damaged and was subject to collapsing walls; a leaning
Abatement of other nuisances also begins with the city’s determination that a particular condition is a nuisance. Many cities have ordinances that list conditions deemed to be nuisances. Section 67.398 RSMo sets forth the general procedures for abatement of nuisances. Similar to the dangerous building process, a detailed written notice must be sent to the property owner and, if the property is not owner-occupied, to the occupant of the property.10 The notice must (1) contain a description of each condition of the property that is declared to be a public nuisance; (2) set forth the action that will remedy the nuisance; and (3) set forth a reasonable time, not less than 10 days,11 in which the owner has to commence removal of each condition identified.12
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Although Section 67.398 does not expressly require a hearing, the general principles of due process dictate that the owner and occupant should be given at least an opportunity to be heard. Therefore, the city may want to consider whether to automatically provide a date and time for hearing in the written notice or make some other provision allowing the owner and occupant to state their position to city representatives. The written notice must be given by personal service or by first-class mail to both the occupant of the property at the property address, and the owner at the last known address of the owner, if not the same.13 Many cities post the notice at the property. While this may be a good way to make an extra effort to reach the resident, it does not, alone, satisfy the statutory requirement. In cases involving residential rental properties and non-responsive landlords, a lawsuit asking the circuit court to appoint a receiver to oversee the property is an option.17
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A Search Warrant Is Required For Inspection And Abatement Of Nuisances Unless the owner consents to the city’s entry upon private property to either conduct an inspection or perform nuisance abatement, an administrative search warrant is generally required. Written notice and hearing is not a substitute for a warrant.14 It should be noted that there are limited exceptions to the warrant requirement; a determination of whether an exception applies requires a fact-intensive analysis.
Special Tax Bills And Liens If work is performed to remove or otherwise abate the nuisance, a tax bill is issued and sent to the owner. The amount is a personal debt of the property owner and a lien on the property until paid.15 There are various ways to collect the costs incurred for nuisance abatement. However, the city should be prepared for the realization that some abatement costs are simply not collectible; the city should see that not as a failure, but, as a necessary cost of getting rid of a health and safety risk for the benefit of its citizens.
Extraordinary Remedies When all else fails, the city may have other legal remedies to address ongoing code violations and nuisance conditions. The city may file an action in the circuit court seeking an injunction that is a court order mandating the violations be cured and the property brought into compliance with code.16 In cases involving residential rental properties and non-responsive landlords, a lawsuit asking the circuit court to appoint a receiver to oversee the property is an option.17 Essentially, under this process, someone, including the city’s code official, will be appointed by the court to oversee and manage the property. The receiver will use the rents and other income to make repairs and improvements in order to ensure the property’s code compliance. These remedies are rarely used and require a very specific process. The city attorney’s role in these matters is essential.
Abatement of other nuisances also begins with the city’s determination that a particular condition is a nuisance. Many cities have ordinances that list conditions deemed to be nuisances.
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Stephanie Karr focuses her work on municipal law and has been advising local governments since 1991. She is city attorney and special counsel for several cities. Karr has particular expertise in the area of land use and code enforcement. She has extensively presented on issues involving nuisances and code enforcement to government and attorney groups and has written on the same topics.
Conclusion Properties that are subject to nuisance conditions and ordinance violations have an adverse impact on the neighborhood and, often, present serious health concerns for those in the area. The governing body should consider an approach to code enforcement that is appropriate for the city given the city’s staff and resources. Part of that approach should be to prioritize problem properties because it is not likely that all can be tackled at once.
End Notes: 1 An informational title report from a title company will identify interested parties that are entitled to notice. 2
Section 67.410.1 (3) RSMo
3
Section 67.410.1 (3) RSMo
hearing automatically, regardless of whether someone has requested it. Goe v. City of Mexico, 64 S.W.3d 836 (Mo. App. E.D. 2001). 5
Section 67.410.1 (4) RSMo
6
Section 67.410.1 (4) RSMo
7
Section 67.430 RSMo
8
Section 67.440 RSMo
Kansas City v. Jordan, 74 S.W.3d 25 (Mo. App. W.D. 2005)
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10
This time may be shortened if the particular condition presents an “immediate, specifically identified risk to the public health and safety”. Section 67.398.3 RSMo 12
Section 67.398.3 RSMo
13
Section 67.398.3
Bezayiff v. City of St. Louis, 963 S.W.2d 225 (Mo. App. E.D. 1997)
14
15
When dealing with derelict buildings, it is not sufficient to merely offer the opportunity for a hearing and wait for the property owner or other party to request one. Instead, to ensure that the city’s demolition or other orders are valid, the city should schedule and hold a
4
Section 67.398.3 RSMo
11
Section 67.410.1(5) and Section 67.398 RSMo
See, City of Union v. Julius, 706 S.W.2d 513 (Mo.App.E.D. 1986)
16
17
Section 441.500 RSMo, et seq.
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FEATURE Review by Mike Trapp
Addressing Homelessness When I ran for city council in Columbia, Missouri, the issues important to me were infrastructure, good government and sustainability. My work in social services did not feel as immediately relevant as my opponent’s experience in business and city commissions. The day after the election, however, I ran into one of my clients who I knew to be homeless. He had seen my campaign signs and asked if I had won. When I told him yes, he said: “Wow! I feel represented. I’ve never felt that way before.” At that point, I realized addressing homelessness was going to be a big part of my political agenda. Columbia has a strong system of care with the active involvement of nonprofits, all levels of government, faith-based organizations and active citizens. Columbia city government has been a leader in these efforts, funding a strong social services program through a purchase of services model, as well as convening and participating in many community initiatives to address the basic needs of our most vulnerable residents.
Understanding Homelessness To understand homelessness, it is important to recognize two distinct groups. Individuals who are chronically homeless have been homeless for at least a year or have had four or more episodes of homelessness over three years. The main drivers of chronic homelessness are mental health and substance use disorders. The remainder of the homeless
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population is a more transitory group, as individuals and families move in and out of homelessness. The main drivers of homelessness for this group is poverty and lack of affordable housing. When we think about addressing h o m e l e s s n e s s , o u r t h o u g ht s immediately turn to homeless shelters. However, the research and best practices to address the issue is leading us to a “housing first” model. Housing first is the simple concept that homeless individuals and families should be provided with permanent housing and ongoing support to ensure they maintain it. Previous service delivery models made many preconditions about obtaining sobriety and/or engaging in treatment to receive housing support. Often individuals would lose their housing for rule violations or not engaging in treatment. Getting sober on the streets is nearly impossible. I first implemented a housing first approach in 2008. An individual I worked with had been on the streets of Columbia for more than 10 years and homeless most of his adult life. He had a personality disorder and was verbally combative and drank heavily on a daily basis. We obtained a housing voucher where his rent would not exceed a third of his disability income and provided support services. Within months he stopped drinking, was better engaged with his church community, and was housed for the rest of his life before passing away of natural causes last year. He reunited with his family and helped get some of his former homeless associates into treatment and housing. Not everyone who is housed has positive outcomes, but far more than most people would think.
Strategy As a city official, before addressing the issue, it is a good idea to understand the local conditions and think about strategy. SAMHSA (the Substance Abuse and Mental Health Services Administration) recommends looking at these issues from a Recovery Oriented Systems of Care (ROSC) perspective. Effective ROSCs include close collaboration, a “no wrong door” approach, and a positive recovery-focused approach. While most service providers are organized around single population groups, it is important to note that systems
Operation Safe Winter is an anarchist mutual aid project who provides outreach and material support for rough campers.
should be designed for those with the most barriers. If you assume everyone has an underlying mental health condition, substance use disorder, physical disability and trauma history, and provide services accordingly, everyone will be well served. Federal homelessness services funding is organized regionally through Continuum of Cares (CoCs). Columbia has led the Boone County efforts by actively participating in the CoC. We have ensured close collaboration and led community issues first through a Basic Needs Coalition and now through the Functional Zero Task Force (FZTF). The concept of Functional Zero comes from federal efforts to end Veteran homelessness. Functional Zero recognizes some individuals will move into homelessness, but if we have
services to rapidly rehouse those individuals and families, we have still arrived at functionally zero homelessness. The FZTF has compiled a “by name list� of homeless individuals, all of whom have been given a vulnerability assessment (the likelihood they will die on the streets). This collaboration allows for all providers to come to the same room and ensure limited housing resources go to those most in need. We also have the Columbia Housing Outreach Team (CHOT) that coordinates street outreach to identify and engage vulnerable individuals who are unsheltered. The county has also led on this issue by examining the intersection of homelessness and incarcerated individuals with mental illness. They convene the judicial and law enforcement task force to collaborate on these complex issues and have led a sequential intercept mapping exercise to identify gaps in the service delivery system.
Tactics After a solid understanding of the underlying conditions, and ambitious but achievable goals and strategies have been developed, it is time to turn to tactics. I no longer believe there is a solution to homelessness, but a large array of small steps that will help us turn the corner on homelessness. Columbia’s approach to homelessness in general has been a broad-based approach to address the gap between what it costs to live in Columbia with what people earn in Columbia. We have attempted to address affordable housing through changes in our development code, approving new
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news he opened the municipal bus station as an overnight warming center through that cold spell, no doubt saving lives. From that experience, city staff developed a “Code Blue” policy where we will open an overnight warming center when forecasted temperatures are expected to be nine degrees or colder. We issue press releases, social media blasts and coordinate with the homeless outreach providers to get the word out. Not every effort leads immediately to success. One of my early initiatives was to find a permanent location for our homeless day center that could also serve as an inclement weather shelter location and one-stop resource center. The City purchased a plot of land and issued an RFP for the project that would have been funded with CDBG funds with assistance by the veteran’s administration. Unfortunately, not enough The Columbia community has engaged in specific initiatives around homelessness, community engagement was made in advance. including financial and law enforcement support for Room At The Inn (RATI). With much neighborhood opposition, the proposal was withdrawn. housing, fostering a Community Land Trust for permanent affordable housing, and administering our HOME investment Those efforts continue with a community-led coalition partnership program and Community Development Block trying to move the project forward. In addition, new players Grant (CDBG) funds strategically. On the income side, we continue to come on the scene. Operation Safe Winter is have incentivized new employers focusing on jobs that pay an anarchist mutual aid project who provides outreach and a living wage but do not require a college education, as well material support for rough campers. They have a mobile as supporting entrepreneurship and facilitating our existing soup kitchen and provide tents, sleeping bags and other cold employers to remain and expand. weather gear all funded by community donations. The community has engaged in other specific initiatives I have also continued to address the issue professionally. around homelessness including financial and law enforcement In collaboration with Columbia’s downtown Community support for Room At The Inn (RATI). Our community’s Improvement District (CID) I created an assertive outreach churches have banded together to provide an inclement- and detoxification program. The CID funds outreach workers weather shelter that rotates through the church community to engage those who are homeless or panhandling downtown through the winter months. In my first year on the council, and offer coaching, connection with services and some direct I championed funding and providing a police presence to support to help move individuals into permanent housing. help the faith-based community meet this critical need. After some initial difficulties, the program has been a huge With modest financial support they have supplemented success, placing 15 individuals in permanent housing in the their voluntary efforts with paid managers and been able last two years. to expand their efforts earlier and later to cover more of the Despite growing community competency and increased cold weather season. collaboration, we are barely treading water. Housing costs The Cit y prov ides have skyrocketed in Columbia while wages have been flat. police overtime for Even in a strong economy with minimal unemployment, officers to sign up to poverty continues at a high rate and more individuals and engage positively with families fall through the cracks. We continue to examine our the community, build housing policies to increase the amount of affordable housing. relationships and set We continue to foster meaningful collaboration amongst all a tone of respect in aspects of our community willing to address this issue. It is addition to responding a horse race, with the problems and solutions both growing to calls when there is an rapidly. I am proud of the accomplishments made and look occasional disturbance. forward to further engagement until homelessness is ended Last winter I heard in our community. from a CHOT member Michael Trapp is serving in his third term as second that RATI and all of the ward city council member and is president of the Missouri other shelters were full Municipal League Central Region. He is the principal of and it was going to be AAAA Change, LLC (pronounced 4-A-Change) providing a bitterly cold night. consultation, outreach services and training. After contacting the city manager with this Operation Safe Winter in Columbia, Mo. 14
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FEATURE Review by DJ Gehrt
Municipal Court Transfers: How Platte City Smoothly Transitioned A Municipal Court To The Platte County Circuit Court Associate Division In the spring of 2017, Platte City decided to close its municipal court and transition adjudication of municipal c o d e v i o l at i o n s t o t h e Associate Division of the Sixth Circuit Court. This article provides the background for making that decision, the process for implementing the transition and a brief discussion of the outcomes of that change after nearly three years of experience. Spoiler alert! The consensus among City elected officials and staff is, that if we had known in 2017 what we know now, we would have made the change years earlier. There have been challenges, and the change was not seamless. However, the City has only received a few negative comments regarding court operations from individuals unfortunate enough to receive a municipal violation. The transition was financially beneficial for the City, simplified city operations and provided an opportunity to increase time and resources dedicated to other city functions. Additionally, the separation of the City’s judicial function from its governing body and appointed officials has improved public perception regarding the impartiality and legitimacy of the municipal court. In the state court system, municipal courts are a component of the state court and are under the direct jurisdiction of the presiding judge of the respective circuit courts. The Platte City Municipal Court operates under the jurisdiction of the presiding judge of the Sixth Circuit Court. It is significant to note that Platte City is the county seat with the county courthouse located a a short distance from City Hall and the police station. While municipal courts operate under the legal jurisdiction of the circuit court, the governing body of the city retains authority over the municipal code and has specific authority to select the judicial venue that will hear cases involving violations of that code. State statute provides the governing body the option of operating its own municipal court or
having municipal violations assigned to the associate division of the circuit court. When the state court system was substantially reorganized in the late 1970s, Platte City, along with a majority of other Missouri municipal governments, elected to organize and operate its own municipal court within the circuit court system. During that reorganization, the City selected the option to designate the municipal court judge as an elected rather than appointed position. After a series of elected judges throughout the 1980s, Judge Greg Dorsey was elected as Platte City Municipal Court Judge in 1994 and was reelected every two years until his death in 2017. The City began reviewing its court operations in 2016 in an effort to become fully compliant with the Office of the State Courts Administrator (OSCA) municipal court operating regulations and to implement statutory changes (commonly called SB 5 and SB 572 changes). Although these statutory changes and the OSCA regulations were intended to enhance credibility and improve the operation of municipal courts, the changes negatively affected the ability of Platte City and other small communities to fund and staff its municipal court. The costly and most operationally challenging issues include: • Requirement to create/fund a civilian bailiff as a new part-time position, due to prohibition on police officers (even in civilian clothes) serving the court in any capacity; • Restrictions on the municipal court clerk’s participation in any other city business with accompanying restriction on city employees assisting with court business; • Increased financial and administrative reporting requirements; • Requirement for separate court administrative facilities and or entrances; www.mocities.com
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theReview March/April 2020
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Requirement to ensure that court offices are open a minimum of 32 hours per week (a requirement particularly difficult when court clerk was on vacation or attending training); • Requirement for municipal courts to create and maintain an online docket system similar to the Missouri Courts Case.net system maintained by the circuit and district court systems. As the City was moving through its court review process, the City’s long-time elected judge, Judge Greg Dorsey, died after a short illness. The board requested staff to provide the governing body with multiple options for the future organization and operation of the Platte City Municipal Court as part of reviewing the personnel process for permanently replacing Judge Dorsey.
Potential Outcomes The three main options presented to the governing body were: Option 1: Maintain the existing municipal court organization with an elected municipal court judge. Option 2: Maintain the existing municipal court organization with an appointed municipal court judge. Option 3: Assign municipal court functions to the circuit court with an appointed judge subject to retention elections.
Analysis Section 479.040 of the Revised Statutes of the State of Missouri authorize the governing body of each city to select the venue to hear violations of the city code. Among the
three options available to the city, there is very little difference between the three options related to the application of the city code. All three options share the following characteristics: • Court cases would continue to be municipal cases related to violations of municipal ordinances (City Code). • Adoption and enforcement authority for city code violations would remain fully with the city of Platte City. • There would not be any changes to city administrative or criminal code. The board of aldermen would continue to have full authority to amend the city code, as needed. • No change in police activities, policies or procedures. Police department would continue to enforce city code/ ordinances with no change in the way a city’s general summons (ticket) for a municipal offense is written and enforced. • Mayor and board of aldermen would continue to have full oversight and authority over the police department through the chief of police. • All fees and fines would continue to be collected and forwarded under the existing distribution formula. Court costs would be distributed to the court, fines and penalties would continue to be distributed to the city, and fees for the Victim’s Fund, the Peace Officer Training Fund and the Sheriff ’s Retirement Fund would continue to be collected and disbursed in the current manner. The only difference in Option 3 is that court costs would be distributed to the circuit court rather than the municipal court.
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Municipal court prosecutor would continue to be employed by the city regardless of which option is selected. No changes would be made to municipal prosecutor staff, responsibilities or duties. • Municipal court would continue to be held one day each month in Platte City. • No change in bond process other than bond decisions and bond amounts would be set by the assigned associate circuit court judge rather than an elected municipal court judge. There are no differences in administrative or legal activities between options 1 and 2, other than the appointment mechanism for the municipal court judge. A large majority of fourth-class cities appoint the municipal court judge to a fixed term. Platte City was among a minority of fourth-class cities with an elected municipal court judge. The most significant difference in option 3 is related to the administrative activities of the municipal court. Assigning municipal court functions would increase the separation between the judicial function and the City’s administrative, legislative and political functions. The municipal court administrative differences in option 3 are as follows: • Municipal cases would be heard by an associate circuit court judge appointed by the presiding judge. • Court would be held in the courtrooms at the county courthouse. 18
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Circuit court would provide court clerk and bailiff staff. Courthouse staff would provide building and court security. • Circuit court would fund judge, clerk, bailiff and security positions. • Circuit court would be responsible for all court records and warrants. • Municipal court would be held during normal weekday business hours. • Court costs for municipal cases would increase by $15 per case and the court technology charge would increase by $7 per case to be consistent with current circuit court costs. Individuals interacting with the police department would not see any change in the way laws are enforced in Platte City. Police reports and police records would continue to be maintained by the City at the police department. The selection of option 3 presented the following positive impacts: • Improved separation of powers between municipal court and other branches of city government; • Reduced perception of local, elected officials’ influence over municipal court decisions; • Improved presiding judge oversight of municipal court operations;
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Improved court security (courthouse has dedicated security staff and security entry point); Eliminated need for the City to operate and maintain courtroom space; Net structural positive budget impact of approximately $55,000$62,000 per year; Reduced City’s SB 5 and SB 572 regulatory and reporting burden; Eliminated need for the City to hire additional staff to act as court bailiff; Eliminated need for city facility renovations for separate court office space; Allowed for a reduction in the service gap when municipal court administrative support is not present due to vacation, illness, training and other time off due to size of county court clerk office with multiple administrative/clerical staff.
Fiscal Impact Options 1 and 2 presented identical financial impacts. Under these options, the municipal court essentially operates at breakeven revenue to expenditures. For three years prior to the consideration of these changes, the City experienced an annual average surplus of $5,696 in revenues greater than expenditures.
The City anticipated significant changes in the municipal court fiscal outlook as SB 5, SB 572 and OSCA changes became fully implemented. The City anticipated an FY 17-18 court operating deficit of approximately $32,600, assuming average annual court revenue. The anticipated increase in court related expenses were largely due to the cost of a civilian bailiff, required online docket software, increased audit and financial reporting, increased judicial compensation, and increased court office operating requirements. An increase in court cost fees would likely be necessary to cover the additional court operating costs. Option 3 had the most positive financial impact. The City would retain revenue from fines while the circuit court funded most of the municipal court operations. The City anticipated a net financial benefit in the range of $55,000 to $62,000
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annually. Court cost fees for municipal court cases would increase to become consistent with current circuit court costs and would be retained by the circuit court. Although the circuit court would be responsible for most court operating costs, the City would continue to incur approximately $30,000 in court legal expenses each year, largely related to city prosecutor fees.
Legal Impact There was no significant legal impact. There were no significant changes in the operation and function of the municipal court other than that a circuit court judge would act directly as the municipal court judge.
Governing Body Actions And Decision A public hearing presenting the three options was held on June 5, 2017, during Platte City’s public safety committee
meeting. No written comments were received prior to, during or following the public hearing. The only verbal presentation was from a local resident who spoke in favor of retaining the current court structure. The citizen was concerned that transition to the circuit court would reduce local control over municipal court operations and would have a negative impact on bail bond business. At its June 27, 2017, meeting, the board of aldermen voted unanimously to approve option 3 transitioning municipal court operations to the Sixth Circuit Court. State statute requires the transition to be complete within 180 days following the decision to make this change. The final session of the Platte City Municipal Court was held in September 2017, and the first session of Platte City Municipal Division of the Sixth Circuit Court was held in October 2017.
Transition
The City established contact with the presiding judge early in the court review process and prior to posting the June public hearing notice. The initial meeting consisted of the mayor and presiding judge as the two highest-elected officials of their respective jurisdiction, the city attorney, city administrator, municipal court clerk and the chief clerk of the district court. Although the court staff clearly indicated that their preference was for the City to maintain its own court, they were equally clear that they would fully cooperate in the transition should the City decide to close its court. The success of the transition and the At Piper Sandler, we cultivate creative ideas and tailored solutions that serve continued smooth operation of the client interests first and foremost. Instead of leading with what’s best for us, Platte City Municipal Division is largely we start with what matters to you. due to the district court judges and staff Matt Courtney Chris Collier Todd Goffoy fulfilling their stated commitment to Vice President Managing Director Managing Director fully participate to implement the City’s +1 913 345-3355 +1 314 726-7535 +1 913 345-3373 decision. matthew.courtney@psc.com chris.collier@psc.com todd.goffoy@psc.com Closure of the municipal court PiperSandler.com eliminated one full-time position. The incumbent court clerk had nearly 18 years of service with the City and was eligible
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theReview March/April 2020
for the City’s reduction in force program that provided one week of pay for each year of employment and one month of single employee COBRA health insurance payment for each year of employment (to a maximum of 18 months). The board approved an additional monthly retention payment that provided a successful incentive for the court clerk to remain with the City throughout the transition period. The major focus of the transition period was to close as many open cases as possible; identify significant open cases that should be refiled following transition; and to prepare a list of open cases that would be dismissed and not refiled. OSCA provides a detailed checklist of actions to close and transition a municipal court. Adherence to the OSCA checklist resulted in a relatively smooth closure and transition. The final action of the Platte City Municipal Court was to formally dismiss all remaining open cases. The first act of the prosecuting attorney before the municipal division of the Platte County Circuit Court was to refile charges for the relatively few significant cases that had not been resolved prior to the last municipal court session.
Update Three years into the transition, outcomes for the City continue to be positive. In the most recent fiscal year, fine revenue exceeded city court expenditures by approximately $27,000. Although the net positive was less than predicted, the difference is mainly due to a 10% reduction in the number of
traffic citations between 2018 and 2019, continuing a trend resulting in nearly a 35% traffic citation reduction since 2016. The City receives very few negative comments from adjudicates about the changes in court location, court staff performance/accessibility, or the transition from a night court to a daytime court. The most significant challenge, the transfer of traffic citation information from the police department into court software, was resolved with minor computer coding changes allowing the police traffic citation software to electronically transfer information to the city prosecutor for review, execution and digital filing on the court docket. Although difficult to quantify public perception without direct polling, the reduced number of contested charges and fewer requests for traffic violation trials seems to support the City’s belief that the transition would increase the legitimacy of the municipal court function through greater separation from the City’s governing body and appointed officials. In the final analysis for Platte City, transferring municipal court operations to the associate circuit court has been almost uniformly positive. Three years after the fact it is difficult to identify any reasonable measure that does not support the decision. It is equally difficult to identify any rationale for revising or reversing the decision. DJ Gehrt is the city administrator of Platte City and serves on the Missouri Municipal League Board of Directors.
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ELECTED OFFICIALS TRAINING CONFERENCE JUNE 4-5, 2020 | COLUMBIA, MO
2020 Agenda Thursday, June 4 9:00 a.m.
Registration
10:00 a.m.
Welcome - Dan Ross, Executive Director, MML MML Services - Ramona Huckstep & Stuart Haynes, Policy & Membership Associates, MML
11:00 a.m.
Municipal Government: What it Looks Like and How it Works - Kevin O’Keefe, Attorney, Curtis, Heinz, Garrett & O’Keefe
12:00 p.m.
Lunch & Municipal Resource Showcase
1:30 p.m.
Conducting City Business – Ordinances, Resolutions, Motions & Parliamentary Procedure - John Young, Hamilton Weber
2:30 p.m.
Navigating the Rough Waters During a Council Meeting - Ken McClure, Mayor, Springfield
3:30 p.m.
Ethics - Betsy Byers, Director of Business Services/Campaign Finance
4:30 p.m.
Break
4:45 p.m.
Round Table Discussion/Networking (optional)
5:30 p.m.
Reception/Networking
Friday, June 5 7:30 a.m. 8:00 a.m.
9:00 a.m.
10:00 a.m. 11:00 a.m.
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12:00 p.m.
Breakfast
KEYNOTE: Values-Based Leadership & Political Controversy - Dr. Wally Siewert, Director of Civic Engagement, FOCUS-St. Louis Budget Basics and A Little More - DJ Gehrt, City Administrator, Platte City and Board of Directors, MML Economic Development - Jack Ryan-Feldman, Director, Baker Tilly Municipal Advisors Sunshine Law - Erin Seele, Attorney, Cunningham, Vogel & Rost, P.C. Adjourn
theReview March/April 2020
Keynote Speaker DR. WALLY SIEWERT Dr. Wally Siewert has over a decade of experience with civic and political engagement, from the grassroots and applied level to academic analysis and theory. From 20112017, Dr. Siewert was the Director of the Center for Ethics in Public Life (CEPL) at the University of Missouri St. Louis. During that time CEPL established itself as a statewide hub for public ethics information, conferences, workshops, research, best practices, legislative tracking, community collaboration and more. Prior to arriving in St. Louis in 2011, Wally earned his Ph.D. in political philosophy and ethics from the University of California Santa Barbara. He also holds an M.A. in philosophy and a B.A. in philosophy and German from Western Michigan University. Prior to his post-graduate work, Dr. Siewert worked as a political organizer and lobbyist for a network of state-level grassroots consumer justice organizations, including two years as the campaign director for the Coalition for Consumer Justice of Rhode Island. He also spent four years as a small business owner and manager.
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FEATURE Review
by State Emergency Management Agency
Flood Recovery In Missouri
Heavy snowfall in the northern plains during the winter of 2018 -2019 brought more than two to five times the amount of snow that normally falls. This set up conditions for record long-term flooding along the Missouri and Mississippi rivers in March and April. In mid-April, when temperatures rose and snow melt occurred, the combination of melting snowpack from the northern plains, coupled with rainfall 200-300% above normal, set the stage for major river flooding into May. The high crests and prolonged period of flooding caused significant strain on area levees, resulting in inundated coastlines and farmlands. According to the National Weather Service, the first six months of 2019 were among the 10 wettest January through June periods on record for the Mississippi River Valley states, the Ohio Valley and the Great Lakes. May 2019 was, historically, the third wettest month
on record, and during that month, 45 confirmed tornadoes hit Missouri. The five consecutive months of flooding in the state was historic in terms of the length of time, and in some areas of the state, was historic in terms of river crest height. The extensive flooding, large amounts of rainfall and numerous tornados from March 2019 thru July 2019 resulted in disaster events that were declared under two separate declarations. Federal Emergency Management Agency Disaster Code DR 4435, covering the period of March 11, 2019, through April 16, 2019, addressed the straightline winds and flooding. Disaster Code DR 4451 covers the period of April 29, 2019, through July 5, 2019, and includes tornadoes that ravaged many communities, as well as straight-line winds and flooding.
 Two agencies, the Missouri State Emergency Management Agency (SEMA) and the Federal Emergency Management Agency (FEMA), worked together to create a new position, the state disaster recovery coordinator, to assist communities in their recovery following both declared and undeclared events. Using the FEMA National Disaster Recovery Framework as a model, Missouri has developed the Missouri Disaster Recovery Framework. The framework creates a coordinated structure to better address gaps and needs, avoid duplication of efforts, and leverage resources during long-term recovery. The state disaster recovery coordinator, housed in the Missouri Department of Public Safety’s State Emergency Management Agency and the Missouri Department of Economic Development, is a position currently held by Jessica www.mocities.com
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Catron. Jessica is the first full-time state disaster recovery coordinator Missouri has had. In previous disasters, the role was assigned only for the length of the disaster and to an existing staff member. This model will allow the coordinator to follow up on undeclared events, and events in rural communities that need assistance with long-term recovery. It will provide these impacted communities with needed information and resources. In addition to the coordinator, there are six recovery support functions (RSF) that seek to address the core capabilities needed for a community to recover successfully from a disaster or an adverse event. Recovery support functions provide a structure to facilitate problem-solving, improve access to resources and foster coordination among state and federal agencies, non-governmental partners and other stakeholders. Each RSF has a designated coordinating agency along with primary agencies and supporting organizations with programs relevant to each RSF functional area. At the state level, the following recovery support function areas have been activated for the two main disasters related to flooding and tornados in 2019: • Economic, led by the Missouri D e p a r t m e nt of E c on om i c Development; • Health and Social Services, led by the Missouri Department of Health and Senior Services; • Housing, led by the Missouri State Treasurer’s Office and the Missouri Housing Development Commission; Infrastructure Systems, led by the Missouri Department of Transportation; • Natural and Cultural Resources, led by the Missouri Department of Natural Resources; • Community, that is led by local management and builds planning capacity; and • Agriculture, led by the Missouri Department of Agriculture. Although the state of Missouri has engaged in building the Missouri Disaster Recover Framework since
2016, the disasters from 2019 represent the first Presidentially-declared disasters where all of Missouri’s recovery support functions and a full-time state disaster recovery coordinator are working actively alongside federal and state partners toward long-term recovery. The groups have hosted two largescale community partner meetings, each drawing approximately 130-160 attendees. The groups worked on ways the many partners, including non-
for-profit organizations/associations and other state and federal agencies, can work together. The state has been active in drafting the "Mission Scoping Assessment," "Recover y Support Strategies" and resource guides. These documents are available on the recovery. mo.gov website, that also features links to news articles about state progress toward recovery, lists of available resources for individuals as well as communities and more. An important document created
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theReview March/April 2020
The Missouri Municipal League has been actively involved in the community partner meetings and represents member cities to the fullest extent possible.
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by this group is the "Recovery Resource Guide," a tool for grant awareness, capacity building and potential resources municipalities can use to research possible funding sources and assistance. This document can be found at: https://recovery.mo.gov/media/pdf/recoveryresource-guide. The Missouri Municipal League has been actively involved in the community partner meetings and represents member cities to the fullest extent possible. The League has been providing input into a variety of areas and is working to bring this information to members. Unfortunately, it appears the state of Missouri is headed towards another year of flooding. The League wants to make sure municipalities are as prepared as possible. If you have any suggestions or questions regarding this group and its activities, please contact Ramona Huckstep, MML Membership and Policy Associate, at rhuckstep@ mocities.com or at 573635-9134. The State Emergency Management Agency’s mission is to help our fellow Missourians prepare for, respond to and recover from all emergencies. Learn more at https:// sema.dps.mo.gov/.
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NEWS FROM THE BENCH: Sunshine Law by Cunningham, Vogel & Rost, P.C.
"
The Missouri Court of Appeals recently not) based on the nature of the record, Records cannot clarified the “litigation” exception to and not the identity of the person making Missouri’s Sunshine Law (RSMo. § 610 et. the request. Furthermore, public records be closed to one seq.) after an individual who threatened are not closed, and do not have sufficient litigation against a city was denied access individual threatening nexus to fit the litigation exception in to records on that basis. Wyrick v. Henry, § 610.021.1 merely where they may be litigation if not (Mo. App. Nov. 12, 2019). relevant to or discoverable in litigation, nor if the requestor has simply threatened otherwise closed. The plaintiff ’s mother was involved litigation. Instead, the focus is on the nature in a serious motor vehicle accident at an of the document itself, and only when the document itself is intersection in the city. As required by state statute, plaintiff ’s related to litigation, or pending litigation, is it captured by counsel sent notice to the city that a claim for damages the exception. Such a determination is not informed by the may be filed in regard to the accident. Approximately six identity of the person making the request or whether a city months later, still with no lawsuit pending against the city, has received notice of threatened litigation (for example, if plaintiff submitted a Sunshine request for various records a record would be open for one requestor, it should be open relating to the intersection, including any complaints about for all). safety, accident information, design records, and traffic and diagnostic studies. The city denied the request, citing The Court also upheld the knowing and purposeful nature § 610.021.1, (legal actions, causes of action or litigation) of the Sunshine Law violations and implied that a policy or without conducting a search for the records. After submitting practice violative of the Sunshine Law can strongly influence a second Sunshine request and receiving a second denial such a finding and the award of attorneys’ fees. The Court by the city, plaintiff sued. There was testimony in the trial placed importance on the clerk’s stated knowledge of the court record that Sunshine requests were, at least sometimes, provisions of the Sunshine Law and the fact that no searches denied by the city where they were made by an individual were conducted for responsive records. The Court also did who had filed notice of claim against the city. The trial court not affirmatively disagree with the trial court’s ruling, that held that the city knowingly and purposefully violated the found multiple violations and imposed (or stacked) four Sunshine Law, awarding a civil penalty and attorneys’ fees to $1,000 penalties, totaling $4,000. Cities are encouraged to plaintiff. The city appealed. review their Sunshine Law policies and practices and discuss with their city attorneys in light of this opinion. The Court of Appeals affirmed the ruling and held that the exception contained in § 610.021.1 applies (or does This material reprinted with permission from the website of
"
Cunningham, Vogel & Rost, P.C. Find the article on their website at https://www.municipalfirm. com/post/records-cannot-be-closed-toone-individual-threatening-litigation-if-nototherwise-closed. Contact the firm at (314) 446-0800 or cvr@municipalfirm.com.
L e a r n m o re a b o u t t h e Missouri Sunshine Law with MML's recent recorded webinars. These are available on demand, along with many other topics to benefit your city! Find information on all MML webinars at www. mocities.com/webinars.
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theReview March/April 2020
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LOCAL GOVERNMENT Review
MML 2020 Legislative Conference More than 250 Missouri local officials and staff met in Jefferson City Feb. 11-12, 2020, for the 50th Annual MML Legislative Conference. Lt. Governor Mike Kehoe began the Conference with an address on “Missouri Greatness.� Missouri Secretary of State Jay Ashcroft spoke on Wednesday morning. Pressing conference topics included the status of internet sales in the state and video franchise fees. After a legislative briefing from MML Deputy Director Richard Sheets and AT Government Strategies Director of Legislative Affairs Shanon Hawk on Tuesday, attendees visited the Missouri State Capitol Building to meet with state legislators. State legislators addressing the entire Conference included Rep. J. Eggleston, Sen. Caleb Rowden, Rep. Tom Hannegan, Rep. Bill Falkner, Rep. Donna Baringer and Rep. Mike Haffner.
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theReview March/April 2020
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Missouri Mayors United Meet With Governor Parson
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UR O H Y O D R N I Z A O P N X E ADVANCED CERTIFICATION Building on the foundation of the popular Certified Municipal Official program, MML’s Municipal Governance Institute has created an entirely new advanced curriculum. The advanced program offers increased challenges and rewards, requiring the completion of study in 14 core areas. Each custom-crafted module is tailored to assist Missouri local officials in their mission to better serve their communities.
TIMEFRAME
The advanced curriculum is designed for completion within the standard two-year term of most municipal officials.
COMPLETION
Upon completion of the Advanced MGI coursework, participants are recognized with the Advanced MGI pin; a press release; listing on the MML website; and at the Annual Awards Luncheon during the MML Annual Conference.
FEE
$50. The fee does not include the cost of attendance at qualifying conferences, seminars or webinars.
CAPSTONES
Three capstone components are also part of the program: Community Service, Advocacy, and Leadership electives.
BEGIN TODAY!
Find full details and an enrollment form at www.mocities.com.
QUESTIONS?
Call 573.635.9134 or email info@mocities.com. 1727 Southridge Drive Jefferson City, MO 65109
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MGI STAFF
Emily Koenigsfeld, Event & Training Specialist Stuart Haynes, Policy & Membership Associate
MEMBERS' Notes Marshfield Awarded Assistance For Water Upgrades The Missouri Department of Natural Resources has awarded $6,164,000 in financial assistance to the city of Marshfield for upgrades to the City’s water system. The project is expected to be completed by March 2021. The project includes well house repair and replacement, new standby generators, new chemical feed equipment, a new 300,000-gallon elevated storage tank and associated equipment, security fence, rehabilitation of two existing tanks, installation and replacement of more than 6,000 feet of water main and nearly 3,000 water meters.
Joplin Recognized For Manufacturing Jobs Joplin, Missouri, was recently named among the best places in the U.S. for manufacturing jobs, according to Smartasset.com. The website, that examined the best places to work in manufacturing by considering the percentage of the workforce employed by the manufacturing industry, job and income growth and how average incomes compare to median annual housing costs in each metro area, ranked Joplin 14th in the nation.
Grandview Wins Popular Annual Financial Reporting Award The city of Grandview, Missouri, won a Popular Annual Financial Reporting (PAFR) award from the Government Finance Officers Association. The award recognizes governments that produce high quality popular annual financial reports that are understandable to the general public or those with no financial background.
EPA Appointments U.S. Environmental Protection Agency (EPA) Administrator Andrew Wheeler announced the appointment of Ferguson Council Member Ella M. Jones, to serve as one of five new members of EPA’s Local Government Advisory Committee (LGAC) Small Community Advisory Subcommittee. St. Joseph Mayor Bill McMurray was appointed to the Local Government Advisory Committee. The 31-member LGAC provides advice to EPA on developing stronger partnerships with local governments and building their capacity to deliver environmental services and programs.
www.mocities.com
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CALENDAR MML Calendar of Events March 2020 25 ����� MML Webinar: "Ethics in the Political Arena," presented by Ron Holifield, Chief Executive Officer, Strategic Government Solutions
26 ����� MML South Central Region Meeting, Rolla, Missouri (postponed)*
April 2020
Free Download to Members
7 ����� Municipal Election Day 8-10 ����� Missouri GFOA Annual Spring Conference, Lake Ozark, Missouri (cancelled)*
www.mocities.com
12-18 ����� Missouri Local Government Week 23 ����� MML Northeast Region Meeting, Memphis, Missouri 27-May 1 ��� Midwest Leadership Institute, Naperville, Illinois
May 2020 6-8 ����� Missouri City/County Managers Association Spring Conference, Lake Ozark, Missouri (postponed)* 8 ����� Harry S Truman's Birthday (MML Office Closed) 15 ����� Missouri General Assembly Adjourns 17-20 ����� Government Finance Officers Association National Conference, New Orleans, Louisiana 17-20 ����� International Institute of Municipal Clerks Annual Conference, St. Louis, Missouri 25 ����� Memorial Day (MML Office Closed)
June 2020 4-5 ����� MML Elected Officials Training, Columbia, Missouri
July 2020 4 ����� Independence Day (MML Office Closed) 17-19 ����� Missouri Municipal Attorneys Association, Osage Beach, Missouri 23 ����� MML West Gate Civic Leadership Awards Banquet, Location TBA
*Calendar events that have been postponed indefinitely or cancelled due to safety precautions with the COVID-19 coronavirus. Find more events and details on www.mocities.com and in the MML monthly e-newsletter.
Quality Training Without Leaving Your Office or Home!
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theReview March/April 2020
Public Entity and Nonprofit Insurance
MRSC solved the puzzle Rating for Solving the Puzzle
Missouri Rural Services Corp. Missouri Rural Services Workers’ Compensation Insurance Trust P.O. Box 104268, Jefferson City, MO 65110-4268 800-726-9304 www.missouriruralservices.com www.mocities.com
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